Motivation to work Flashcards
Intrinsic Motivation
doing something for satisfaction of doing it rather than because of a result
Extrinsic Motivation
doing something to get something or attain some type of result.
Needs
Things we cannot function properly without
Wants
Things we don’t need but would like to have
Maslow’s Hierarchy of Need
1970
Physiological Safety Social Esteem Self-actualization
Aldefer’s ERG Theory
1972
Existence: Physiological needs and safety
Relatedness: social needs
Growth: self-esteem and self-actualization
Frustration-Regression
People may become motivated to strengthen a lower needs more if they cannot attain the higher needs. This is know as regression e.g. unable to attain growth behavior (be more productive at work), hence regressing to relatedness (making more friends at work).
McCelland’s Achievement Motivation Theory
1965
Need for Achievement: seeking out the attainment of realistic yet challenging goals as the individual wants to progress and feel accomplishment.
Need for Affiliation: motivation to interact with others and be thought of as a likeable person and a team player.
Need for Power: motivated by being influential and increasing personal status.
Depend on personality, fairly stable
thematic appreciation test’ (TAT)
McCelland used a projective test, know as a ‘thematic appreciation test’ (TAT), which involved workers looking at ambiguous pictures designed to cue thoughts of achievement.
They were then they were require to make up a dramatic story based on the picture.
The stories were analysed for evidence of wanting to achieve (e.g. improving performance) and then further for affiliation (e.g. wanting to be with someone) and power (e.g. have an impact on another person).
Latham & Locke
Goal Setting Theory
1984
CHALLENGING: challenging goal produce higher levels of performance
CLEAR: well defines and objective
COMMITMENT: the person setting the goals is involved in the creation of the goals
ACHIEVABLE: must be realistically attainable within the given time.
EFFECTIVE FEEDBACK: regular information about progression is necessary
Adams
Equity Theory
1963
Motivation depends on comparisons made between effort and rewards and the efforts and rewards of similar others.
Equity is believed to bring about feelings of fairness and healthy for motivation.
Inequity is believed to result in feelings of tension.
Negative inequity, for example someone working harder but receiving less, may result in e.g. working less, demanding a pay rise, stealing or quitting their job.
Positive inequity, for example feeling like you are being overpaid for doing little work, may motivate people to help others or increase their work load.
Vroom
VIE (expectancy) theory
1964
Motivation is a factor of Expectancy, Valence, Instrumentalist
M = V x I x E, hence all must be present for motivation.
Valence = your perception of how good or bad the reward or punishment will be.
Instrumentality = the probability the reward will actually be given.
Expectancy = the probability you can complete the task to attain the reward.
Monetary reward
Performance Related Pay
Profit-Sharing
Bonus
Pay
Non-monetary reward
Respect Praise Recognition Empowerment Sense of Belonging
Fox et al.
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